1. This market leading text guides students to a thorough
understanding of organi-sational behaviour and relates this to
effective management practice. It is aninvaluable resource, which
provides a clear and insightful introduction toMANAGEMENTmanagement
studies and acts as a comprehensive point of reference
thereafter.AND ORGANISATIONALBEHAVIOURLAURIE J. MULLINSSEVENTH
EDITIONAdditional student support at www.booksites.net/mullins
2. MANAGEMENT ANDORGANISATIONAL BEHAVIOUR Visit the Management
and Organisational Behaviour, Seventh Edition Companion Website at
www.booksites.net/mullins to find valuable student learning
material including: Multiple choice and short answer questions to
help test your learning Technology Solutions short web articles
which explore further the managerial implications of technology
Weblinks to relevant sites on the web An online glossary to explain
key terms
3. About the authorLaurie J. Mullins was formerly principal
lecturer at The Business School, Universityof Portsmouth. Before
taking early retirement, Laurie specialised in managerialand
organisational behaviour, and managing people at work, and was
subjectleader for the behavioural and human resource management
group.Laurie had previous experience of business, local government
and universityadministration and human resource management. For a
numbr of years he wasalso a member of, and an instructor in, the
Territorial Army.He has undertaken a range of consultancy work;
served as a visiting selectorfor UNAIS and VSO; acted as advisor
and tutor for a number of professional andeducational bodies
including UNISON Education; and served as an externalexaminer for
university degree and postgraduate courses, and for
professionalorganisations.Laurie has undertaken a years academic
exchange in the ManagementDepartment, University of Wisconsin, USA,
and a visiting fellowship at the Schoolof Management, Royal
Melbourne Institute of Technology (RMIT) University,Australia, and
given invited lectures in The Netherlands and South Africa.
Laurieis also author of Hospitality Mangement and Organisational
Behaviour.About the contributorsLinda Hicks is a Chartered
Occupational Psychologist who specialises inmanagement development
and coaching within her consultancy Zest for Change.David Preece is
Professor of Technology Management and Organisation Studies inThe
Business School, University of Teesside.
4. Seventh EditionMANAGEMENT ANDORGANISATIONALBEHAVIOURLaurie
J. MullinsFormerly, Principal LecturerThe Business SchoolUniversity
of Portsmouth
5. To Pamela And for Kerrie and Tracey, and PaulPearson
Education LimitedEdinburgh GateHarlowEssex CM20 2JEEnglandand
Associated Companies throughout the worldVisit us on the World Wide
Web at:www.pearsoned.co.ukFirst published in 1985 in Great Britain
under the Pitman imprintFifth edition published in 1999 by
Financial Times Pitman Publishing imprintSixth edition 2002Seventh
edition 2005 Laurie J Mullins 1985, 1989, 1993, 1996, 1999, 2002,
2005 Chapter 9 Linda Hicks 1993, 1996, 1999, 2002, 2005 Chapter 10
Linda Hicks 1999, 2002, 2005 Chapter 17 David Preece 1999, 2002,
2005The right of Laurie J Mullins to be identified as author of
this work has been assertedby him in accordance with the Copyright,
Designs and Patents Act 1988.All rights reserved. No part of this
publication may be reproduced, stored in a retrievalsystem, or
transmitted in any form or by any means, electronic,
mechanical,photocopying, recording, or otherwise, without either
the prior written permission of thepublisher, or a licence
permitting restricted copying in the United Kingdom issued by
theCopyright Licensing Agency Ltd, 90 Tottenham Court Road, London
W1T 4LP.All trademarks used herein are the property of their
respective owners. The use of anytrademark in this text does not
vest in the author or publisher any trademark ownershiprights in
such trademarks, nor does the use of such trademarks imply any
affiliation withor endorsement of this book by such owners.ISBN 0
273 68876 6British Library Cataloguing-in-Publication DataA
catalogue record for this book is available from the British
Library.Library of Congress Cataloging-in-Publication DataMullins,
Laurie J. Management and organisational behaviour / Laurie J.
Mullins.--7th ed.p. cm Includes bibliographical references and
index. ISBN 027368876-6 (pbk.)1. Organizational behavior. I. Title
HD58.7.M85 2004 658--dc22200404691910 9 8 7 6 5 4 3 209 08 07 06
05Typeset by 30 in Stone SerifPrinted and bound by Mateu-Cromo,
Artes Graficas, SpainThe publishers policy is to use paper
manufactured from sustainable forests.
6. CONTENTS IN BRIEFPart 1 MANAGEMENT AND ORGANISATIONAL
BEHAVIOUR 1 1 Introduction3 2 The Nature of Organisational
Behaviour 25 3 Approaches to Organisation and Management65Part 2
THE ORGANISATIONAL SETTING111 4 The Nature of Organisations 113 5
Organisational Goals, Strategy and Responsibilities 144Part 3 THE
ROLE OF THE MANAGER 187 6 The Nature of Management189 7 Managerial
Behaviour and Effectiveness236 8 The Nature of Leadership280Part 4
THE INDIVIDUAL333 9 Individual Differences33510 The Nature of
Learning38911 The Process of Perception 43412 Work Motivation and
Rewards 470Part 5 GROUPS AND TEAMWORK 51513 The Nature of Work
Groups and Teams 51714 Working in Groups and Teams 554Part 6
ORGANISATIONAL STRUCTURES 59315 Organisation Structure and Design
59516 Patterns of Structure and Work Organisation 63317 Technology
and Organisations662Part 7 MANAGEMENT OF HUMAN RESOURCES 69718 Job
Satisfaction and Work Performance 69919 Human Resource Management
74620 Resourcing the Organisation 795Part 8 IMPROVING
ORGANISATIONAL PERFORMANCE82921 Organisational Control and
Power83122 Organisation Development (Culture, Conflict and Change)
88723 Management Development and Organisational Effectiveness
941
7. OH, GREAT SPIRIT,GRANT THAT I MAY NOTCRITICISE MY
NEIGHBOURSUNTIL I HAVE WALKED A MILEIN THEIR MOCCASINS.Traditional
Native-American saying
8. CONTENTS IN DETAILExhibits, Management in Action, Case
Studies and3 Approaches to Organisation andBusiness Pressxiv
Management 65In acknowledgement and appreciationxviiManagement
theory 66Publishers acknowledgementsxviiiDevelopments in management
and organisationalGuided tour of the bookxxbehaviour 66Guided tour
of the Companion Website xxiiThe classical approach67Scientific
management 69Relevance of scientific management71Part 1Bureaucracy
74MANAGEMENT AND ORGANISATIONAL Criticisms of bureaucracy
75BEHAVIOUR Evaluation of bureaucracy 76Structuralism 781
Introduction3 The human relations approach78About this book 4
Evaluation of the human relations approach80The aims of this book 4
Neo-human relations 81The seventh edition 6 The systems
approach82Your study of the book 16 The contingency approach84The
changing nature of work organisation 17 Other approaches to the
study of organisations84The study of management and
organisationalThe decision-making approach85behaviour19 Social
action 85The use of case studies20 A number of different
approaches87Postmodernism 872 The Nature of OrganisationalRelevance
to management and organisationalbehaviour 89Behaviour25Japanese
management 90The meaning of organisational behaviour26Towards a
scientific value approach?91Influences on behaviour in
organisations 27Benefits to the manager 93Behavioural science a
multidisciplinary approach 29Management in Action 3.1: Japanese
management 95The importance of people and organisationalCase study
3.1: Helgaton Ltd: organisational theory behaviour 30in practice
102Organisational metaphors 32Orientations to work and the work
ethic33Management as an integrating activity34The psychological
contract 37 Part 2Changing nature of the psychological contract39
THE ORGANISATIONAL SETTINGOrganisational practices 40The Peter
Principle40Parkinsons Law414 The Nature of Organisations 113The
need for a cross-cultural approach 42Is organisational behaviour
culture-bound? 43 The context of the organisation 114Models for
understanding the impact of culture 44 The formal organisation
115Five dimensions of culture: the contribution of Basic components
of an organisation 117 Hofstede47 Private and public sector
organisations 118Cultural diversity: the contribution of
Trompenaars49 Production and service organisations120Summary:
convergence or culture-specificTypes of authority and
organisations121 organisational behaviour51 The classification of
organisations 122Case study 2.1: Eric and Kipsy: complexities of
Prime beneficiary of the organisation 122 management and
organisational behaviour 56 Primary activity of the
organisation123
9. viii CONTENTS IN DETAIL The organisation as an open system
124 Principles of management197 Interactions with the
environment126 Management as a social process199 The comparative
study of organisations 127 The tasks and contribution of a manager
199 Organisational sub-systems 128 Essential nature of managerial
work 200 The analysis of work organisations 129 The efforts of
other people 202 Contingency models of organisation 131 Management
in service industries203 The influence of technology132 Management
in private enterprise and public Information technology 133 sector
organisations203 Managing technical change134 The work of a manager
206 The informal organisation134 Managerial roles207 The
organisation of the future 137 Behaviour pattern of general
managers 209 Organisational goals 137 Determining what real
managers do 210Patterns of managerial work and behaviour 210 5
Organisational Goals, Strategy and The attributes and qualities of
a manager 211Managers of the future? 214 Responsibilities
144Management in Action 6.1: The roles of the The nature of
organisational goals 145manager and the Individual Management Model
217 The functions of goals 146Case study 6.1: What is management?
Defining Integration of goals 147the managers role227
Classification of organisational goals 148 Alteration of goals149
Organisational ideologies and principles 1507 Managerial Behaviour
and Mission statements 151 Effectiveness 236Managerial style and
behaviour237 Objectives and policy152Managers attitude towards
people 238 The profit objective 154Japanese Theory Z environment
240 Fallacy of the single objective155The Managerial/Leadership
Grid 241 The need for strategy157Framework for patterns of
behaviour 243 The concept of synergy 158Management systems245 SWOT
analysis159System 4 management 246 The management of opportunities
and risks160Management by Objectives (MBO)249 Social
responsibilities of organisations 161Evaluation of MBO 250 Codes of
conduct 162Managing people 251 Organisational stakeholders163Basic
managerial philosophies 252 Values and ethics166Choice of
managerial style256 Corporate social responsibility167Managerial
effectiveness259 Business ethics168Measures of effectiveness 261
Related legislation1703-D model of managerial behaviour 261 An
integrated approach 171General criteria of managerial
effectiveness264 Management in Action 5.1: IBM Code of
Conduct177The management of time265 Case study 5.1: Mergers and
acquisitions: theCase example: Chemical company274 consequences of
expansion at Square Deal plc 182Case study 7.1: Bringing management
to book: Case study 5.2: Welcome to the party: home sellinghow to
manage a library 275 with Top-to-Toe183Case study 7.2: As safe as
houses: branchmanagement in a building society276 Part 3 8 The
Nature of Leadership280 THE ROLE OF THE MANAGERThe meaning of
leadership 281The importance of leadership282Leadership and
management 283 6 The Nature of Management 189 Approaches to
leadership285 The meaning of management190 The qualities or traits
approach287 Management and administration194 The functional (or
group) approach287 The process of management195 Leadership as a
behavioural category289
10. CONTENTS IN DETAIL ixStyles of leadership291 Career
development 372Continuum of leadership behaviour 292 Leadership,
management and women 376The situational approach294 Positive
approaches378Contingency theories of leadership295Fiedlers
contingency model 295 10 The Nature of Learning389Vroom and Yetton
contingency model297By Linda HicksThe Vroom and Jago revised
decision model 298 The meaning and nature of learning 390Pathgoal
theory299 Organisations and the management of learning 394Readiness
of the followers or group 300 Knowledge management
395Transformational leadership 301 The learning
organisation399Inspirational leadership304 How do people learn?
402Power and leadership influence306 Behaviourism 403The leadership
relationship 307 The outcomes of learning 405No one best form of
leadership309 Operant conditioning 405National cultural dimensions
of leadership310 Social learning408Effectiveness of leadership
styles312 Limitations of the behaviourist school 408Variables
affecting leadership effectiveness313 Cognitive theories
409Leadership development314 Learning styles413Leaders of the
future 315 Complex models of learning 414Management in Action 8.1:
Autoglass: Leadership Creativity 415 success factors317
Facilitating learning417Management in Action 8.2: IBM
LeadershipLearning theory applied to study skills420 Development
Centre (LDC) 318 Applications of learning theory to organisations
420Case study 8.1: The paradox of Pim Fortuyn: a study Case study
10.1: Springboard to success: staff in charismatic leadership327
development in practice425Case study 10.2: Will the mail get
through:managing change at the Royal Mail427PART 411 The Process of
Perception 434THE INDIVIDUAL By Laurie Mullins and Linda HicksThe
perceptual process 435Selectivity in attention and perception4359
Individual Differences335 Meaning to the individual437 By Linda
Hicks Internal factors 437The changing nature and scope of managing
External factors 440individuals at work 336 Organisation and
arrangement of stimuli441Personality 339 Perceptual illusions
442Nomothetic and idiographic approaches 342 Perceiving other
people445Theoretical approaches: nomothetic343 Transactional
analysis 448Theoretical approaches: idiographic 346 Selection and
attention450Other theoretical approaches347 Organisation and
judgement 452Cognitive theory: Kellys personal construct theory 350
The importance of body language453Applications within the work
organisation 352 Attribution theory 455Stress and the individual
354 Perceptual distortions and errors456Ability 355 Stereotyping
457Testing 360 The halo effect458Attitudes 362 Perceptual defence
459Gender and organisations366 Projection 459Understanding womens
position and status 368 Illustrative example: perception of
women459Economic theories 369Psychological sex differences 369 12
Work Motivation and Rewards 470The socialisation process 370 The
meaning of motivation471Orientations and motivations towards work
370 Needs and expectations at work 472Working practices 371
Motivation and organisational performance474
11. x CONTENTS IN DETAILFrustration-induced behaviour475 14
Working in Groups and Teams 554Money as a motivator 477
Interactions among members 555Theories of motivation 478 Belbins
team-roles556Content theories of motivation 480 Patterns of
communication559Maslows hierarchy of needs theory 478 Analysis of
individual behaviour 562Alderfers modified need hierarchy model 484
Sociometry 562Herzbergs two-factor theory 485 Interaction analysis
563McClellands achievement motivation theory 487 Frameworks of
behavioural analysis 565Process theories of motivation 489 An
essential feature of work organisations 566Vrooms expectancy
theory490 Individual compared with group or team performance 569The
Porter and Lawler expectancy model 492Lawlers revised expectancy
model494 The risky-shift phenomenon 569Implications for managers of
expectancy theories 495 Groupthink 570Equity theory of
motivation496 Brainstorming570Goal theory498 Group dynamics
573Attribution theory 499 T-groups 574Relevance of theories of
motivation499 Effective teamworking575Cross-cultural dimensions of
motivation500 Management in Action 14.1: Profiling of managers
forThe motivation of knowledge workers500 leadership development in
a cross-section of SouthManagement in Action 12.1: Developing
reward African organisations579strategies to motivate and
compensateManagement in Action 14.2: Barriers come downknowledge
workers504 to build up team spirit585Case study 12.1: Staff
motivation: not so much amotivational pyramid, more a slippery
slope510 PART 6PART 5 ORGANISATIONAL STRUCTURESGROUPS AND TEAMWORK
15 Organisation Structure and Design 59513 The Nature of Work
Groups The meaning and nature of organisation structure596 and
Teams 517 The importance of good structure597The meaning and
importance of groups and teams 518 Levels of organisation598The
difference between groups and teams518 The importance of the
hierarchy 600Group values and norms 520 The design of organisation
structure601The importance of teamwork 521 Clarification of
objectives 603Formal and informal groups 525 Task and element
functions604Reasons for formation of groups or teams 527 The
division of work605Group cohesiveness and performance 528
Centralisation and decentralisation 608Membership 529 Principles of
organisation609Work environment 530 Span of control
610Organisational factors 531 The chain of command611Group
development and maturity 531 Flatter organisation structures
612Potential disadvantages of strong, cohesive groups 532 Formal
organisational relationships 613Characteristics of an effective
work group 533 Line and staff organisation 615The effects of
technology on work groups 534 The inverted organisation 617Role
relationships 536Role conflict538 Project teams and matrix
organisation 617Role stress540 Effects of a deficient organisation
structure 619Management in Action 13.1: Teamwork in a small
Organisation charts 621company543 Structure and organisational
behaviour622Management in Action 13.2: Remote control aCase study
15.1: A small cog in a big wheel:case study 545company
restructuring at Zeton 629Case study 13.1: Floating on air: the
importance Case study 15.2: Loud and clear: leadership inof
teamwork at Hovertec550telecommunications 630
12. CONTENTS IN DETAIL xi16 Patterns of Structure and Work
Stress at work 706 Organisation633Role relationships and
conflict708Variables influencing organisation structure 634Levels
of stress 709The contingency approach 634Coping with stress 710Size
of organisation 635Work organisation and job design 713Individual
job redesign714Technology 638A comprehensive model of job
enrichment715The Woodward study 638Broader organisational
approaches to improvedMajor dimensions of technology: the work of
Perrow 640 job design717Environment641The work/life balance720The
Burns and Stalker study642Employee involvement 722Mixed forms of
organisation structure643Empowerment and job satisfaction 723The
Lawrence and Lorsch study644Self-managed work groups 723Evaluation
of the contingency approach 646Flexible working
arrangements724Contribution of contingency theory 648Quality
circles727Culture as a contingent factor 649Management style and
culture 728Alternative forms of structure 649Contextual factors in
job design 728The demand for flexibility 651The happy/productive
worker729Telecommuting652Management in Action 18.1: Job
satisfaction: theThe shamrock organisation652 fit between
expectations and experiences732The nature of delegation and
empowerment 654Management in Action 18.2: An elusive butCase study
16.1: Bureaucracy could seriously damageexpensive concept: stress
733your health: staff empowerment at City Hospital658Management in
Action 18.3: Work-Life BalanceCase study 16.2: Could I have an
estimate? case studies735Organisational structure at Fabrique Dcor
658Management in Action 18.4: Beyond the nine-to-five73617
Technology and Organisations Case study 18.1: The wide open spaces:
linkingBy David Preece 662job satisfaction and work performance
741Theorising technology 663 Case study 18.2: The changing role of
supervisors:Using a socio-technical ensemble
perspective:demonstrating the effect of communicationthe case of
Butler Co.669and training on morale742Technological change and
organisations672 Case study 18.3: Flying like the wind:
motivation,Adopting and introducing new technology 674job design
and culture at Falcon Car Company743Case studies in
technological/organisationalchange67919 Human Resource Management
746The nature of human resource management (HRM)747Case study 17.1:
A thirst for technology: new systemsHRM policies, activities and
functions 749at the bars of Tawny Taverns679Organisation of the HRM
function 751Case study 17.2: Web page not found: internalHRM: a
shared responsibility 752communications at Redstart Computers682The
importance of HRM755Organisational contexts, social and
politicalTraining and development 756processes and technological
change685The management of training 758ICTs, networks,
organisations and society 686Investors in People761Performance
appraisal762Questions to be addressed764PART 7360 feedback and
upward appraisal 765MANAGEMENT OF HUMAN RESOURCES Establishing the
appraisal system766Methods of appraisal 767Potential problem
areas76918 Job Satisfaction and WorkEmployment relations 771
Performance 699Unitary and pluralistic perspectives 773The meaning
and nature of job satisfaction 700Regulating the employment
contract 774Dimensions of job satisfaction 700Responsibility for
employment relations777Framework of study 703International
dimensions of HRM778Information communications
technology703Industrial democracy in European countries 779
13. xii CONTENTS IN DETAILThe German system779 Characteristics
of an effective control system 842Effectiveness of the HRM
function780 Power and management control 843Management in Action
19.1: The Investors in People Perspectives of organisational power
845Standard 783 Pluralistic approaches to power846Management in
Action 19.2: Performance The balance between order and
flexibility848management at Autoglass Limited786 Delegation and
empowerment 849Case study 19.1: Beer and sandwiches: personnelThe
managersubordinate relationship 850management at London Taverns 790
Benefits of delegation 852Case study 19.2: Nothing succeeds like
success:Reasons for lack of delegation 853 accelerating performance
at Sisson Systems791 A systematic approach to delegation854 The art
of delegation85720 Resourcing the Organisation 795 The concept of
empowerment 859The concern of all managers796 Does empowerment
deliver?863Human resource planning796 Behavioural factors in
control systems 864The value of human resource planning 798
Overcoming resistance to management control865Recruitment and
selection of staff 800 Financial and accounting systems of
control867Job analysis 802 Management in Action 21.1: Empowerment
873Person specifications804 Case study 21.1: The enthusiastic
delegator:Difficulties and distastes of the job804 the consequences
of promoting beyond ability?880The importance of job analysis 806
Case study 21.2: Alpha to Omega: the effectsAttracting suitable
applicants 806 of financial management on companyThe selection
process808 performance883Selection tests and questionnaires
810Group exercises810 22 Organisation DevelopmentThe selection
interview812(Culture, Conflict and Change)887Interviewing style 813
The meaning of organisation development888Competency-based approach
to recruitment and Topics associated with OD888selection814
Organisational culture 891The selection decision 815 Types of
organisational culture892Induction and follow-up816 Influences on
the development of culture 894Costs of the selection process 817
The cultural web 895Effectiveness of the recruitment and selection
The importance of culture896process817 Organisational climate
899Management in Action 20.1: Marks & Spencer Employee
commitment901PLCs graduate selection process 821 Organisational
conflict903Case study 20.1: Please enter your password: Contrasting
views of conflict904effective resource management at WessexThe
sources of conflict906Computers825 Strategies for managing conflict
908Case study 20.2: Inky fingers: HRM failure atThe nature of
organisational change909Sumprint Ltd 826 Planned organisational
change910 Resistance to change 913 The management of organisational
change915 Human and social factors of change 916PART 8
Responsibilities of top management 920IMPROVING ORGANISATIONAL
Management in Action 22.1: Organisational culture,PERFORMANCEchange
and IT in an SME923 Management in Action 22.2: Siemens Nixdorfs21
Organisational Control and Power831 new dynamism 924The meaning of
control 832 Case study 22.1: Its tough at the top:
managingAssumptions of organisation and management 834 conflict in
the Wakewood organisation933Elements of an organisational control
system 835 Case study 22.2: Getting political: managementForms of
control 837 in local government934Classification of control
systems838 Case study 22.3: A matter of life or death:
managingStrategies of control in organisations 840 knowledge at an
NHS Trust935
14. CONTENTS IN DETAILxiii23 Management Development
andBenchmarking 976 Organisational Effectiveness 941Performance
indicators in the public sector977The importance of effective
management942Gap analysis 977The meaning and nature of management A
range of different criteria977development 942The twenty-first
century organisation and people 980An integrated model of
management development 944Management in Action 23.1: Extracts from
AbbeyManagement development process949Performance Development
Programme 982Continuing professional development (CPD)
953Management in Action 23.2: A cure for growingManagement
education, training and development954pains Costa Coffee985The
Management Charter Initiative (MCI) 955Management in Action23.3:
Components of theLeadership and Management Model 956Management
Standards987The nature of organisational effectiveness959Management
in Action 23.4: Building organisationalThe Peters and Waterman
study 960competence988Hellers study of European excellence 961Case
study 23.1: Chips with everything: managingThe Goldsmith and
Clutterbuck study 962cultural change at Eurasia Electronics997The
learning organisation 962Case study 23.2: Holding the front page:
expansionTotal Quality Management (TQM)964at Rudmore
Press997Business process re-engineering (BPR) 968Building Tomorrows
Company 971Conclusion 1003The EFQM excellence model 971Business
Press 1005Assessing organisational performance975Glossary
1051Organisation audit976Index1065 Companion Website resources
Visit the Companion Website at www.booksites.net/mullins For
students: Multiple choice and short answer questions to help test
your learning Technology Solutions short web articles which explore
further the managerialimplications of technology Weblinks to
relevant sites on the web An online glossary to explain key terms
For lecturers: Complete, downloadable Instructors Manual which
includes: Teaching tips Extra cases Solutions/examples to
discussion and other questions Powerpoint slides that can be
downloaded and used as OHTs Testbank of question material Also:
This site has a syllabus manager, search functions, and email
results functions. Note: A printed version of the Instructors
Manual is also available free to adopters of Management and
Organisational Behaviour. Please contact your local sales
representative whose details can be located on our website
www.pearsoned.co.uk
15. EXHIBITS, MANAGEMENT IN ACTION, CASE STUDIES AND BUSINESS
PRESSExhibits3.1NHS pays 30.96 just to sharpen pencils 763.2Tools
that do the business: management theories 915.1Business ethics:
whats in it for you? 1716.1The infant school headteacher as a
manager 1917.1Its a people thing2588.1Developing leadership in the
NHS of the 21st century 3058.2First class coach3129.1Why use
psychological tests? 36210.1 Learning new skills: the importance of
feedback41011.1 Hospitals set to play it by ethnic book45411.2 Judy
Owen wins battle against Professional Golfers Association to 460
wear trousers13.1 Teamworks own goal52414.1 Management: brainstorm
in a rainstorm57318.1 If you want people to do a good job, give
them a good job to do71918.2 Have a life and keep your job72521.1
Empowerment and the custody officer86123.1 Developing managers:
applying the theory in practice 95023.2 Management succession:
developing leadership at 3M 95223.3 Quality counts: TQM in an NHS
trust968Management in Action3.1Japanese management 955.1IBM Code of
Conduct1776.1The roles of the manager and the Individual Management
Model 2178.1Autoglass: Leadership success factors3178.2IBM
Leadership Development Centre (LDC)31812.1 Developing reward
strategies to motivate and compensate knowledge workers50413.1
Teamwork in a small company54313.2 Remote control a case
study54514.1 Profiling of managers for leadership development in a
cross-section of 579 South African organisations14.2 Barriers come
down to build up team spirit 58518.1 Job satisfaction: the fit
between expectations and experiences 73218.2 An elusive but
expensive concept: stress 73318.3 Work-Life Balance case studies
73518.4 Beyond the nine-to-five73619.1 The Investors in People
Standard 78319.2 Performance management at Autoglass Limited78620.1
Marks & Spencer PLCs graduate selection process 82121.1
Empowerment87322.1 Organisational culture, change and IT in an
SME92322.2 Siemens Nixdorfs new dynamism 924
16. LIST OF FIGURES xv23.1 Extracts from Abbey Performance
Development Programme98223.2 A cure for growing pains Costa
Coffee98523.3 Components of the Management Standards 98723.4
Building organisational competence 988Case studies2.1Eric and
Kipsy: complexities of management and organisational behaviour
563.1Helgaton Ltd: organisational theory in practice1025.1Mergers
and acquisitions: the consequences of expansion at Square Deal plc
1825.2Welcome to the party: home selling with Top-to-Toe 1836.1What
is management? Defining the managers role227 Chemical company
2747.1Bringing management to book: how to manage a library 2757.2As
safe as houses: branch management in a building society 2768.1The
paradox of Pim Fortuyn: a study in charismatic leadership32710.1
Springboard to success: staff development in practice42510.2 Will
the mail get through: managing change at the Royal Mail 42712.1
Staff motivation: not so much a pyramid, more a slippery slope
51013.1 Floating on air: the importance of teamwork at
Hovertec55015.1 A small cog in a big wheel: company restructuring
at Zeton 62915.2 Loud and clear: leadership in
telecommuncations63016.1 Bureaucracy could seriously damage your
health: staff empowerment at City Hospital 65816.2 Could I have an
estimate? Organisational structure at Fabrique Dcor 65817.1 A
thirst for technology: new systems at the bars of Tawny
Taverns67917.2 Web page not found: internal communications at
Redstart Computers68218.1 The wide open spaces: linking job
satisfaction and work performance74118.2 The changing role of
supervisors: demonstrating the effect of communication and training
on morale 74218.3 Flying like the wind: motivation, job design and
culture at Falcon Car Company 74319.1 Beer and sandwiches:
personnel management at London Taverns79019.2 Nothing succeeds like
success: accelerating performance at Sisson Systems79120.1 Please
enter your password: effective resource management at Wessex
Computers82520.2 Inky fingers: HRM failure at Sumprint Ltd82621.1
The enthusiastic delegator: the consequences of promoting beyond
ability?88021.2 Alpha to Omega: the effects of financial management
on company performance 88322.1 Its tough at the top: managing
conflict in the Wakewood organisation93322.2 Getting political:
management in local government93422.3 A matter of life or death:
managing knowledge at an NHS trust93523.1 Chips with everything:
managing cultural change at Eurasia Electronics 99723.2 Holding the
front page: expansion at Rudmore Press 997Business Press1 A safe
way to hold on to staff10062 Business schools share Enron
blame10073 Recruitment: facing the next brain drain10084 Companies
pressed to adopt higher standards 10105 Forget how the crow flies
10126 Public sector: go home and prepare for e-government 10177
Employees as investors10198 Leader of the band who likes to run the
show10209 Great leaders: pioneer and a shrewd strategist1022
17. xvi LIST OF FIGURES10 Endangered species102311 Mentoring
moves into a leading role 102512 Driving your employees up the
wall102713 A focus on workers individual needs102814 Advantages of
promoting a boutique mindset102915 Avoiding the madness of
groupthink103016 End to departmentalism a vision of things to come
103117 A long-distance relationship103218 Network protection is a
key stroke103419 Relentless rise of the pleasure seekers 103520 EU
& US: Where are the best workplaces? 103721 Marrying
performance with reward103822 Human capital: is it personnel with
yet more make-up? 104023 New learning models are under
scrutiny104124 Patterns can show if you are up to the job104325
Massive US effort to set up control systems 104426 Asda: the
listening store 104527 Organisations, too, can be put on the couch
104728 Swiss group at top of learning tree 104829 The rise and rise
of the corporate learning officer 1049
18. IN ACKNOWLEDGEMENT AND APPRECIATIONA warm and special
tribute is paid to my wife Pamela, children and family for
theircontinuing support and encouragement for this seventh edition.
Particular acknowledgements and thanks are due for the
contributions from myfriends and colleagues Linda Hicks, David
Preece and Sara Lamond. Thanks and appreciation also to Derek
Adam-Smith, Rajeev Bali, Martin Brunner,Richard Christy, Ray
French, Karen Meudell, Anne Riches, Amanda Stevens, LynnThomson,
Cheryl Walmsley. I gratefully acknowledge the help and support
received from:Managers who kindly provided information from their
own organisations and gave permission to reproduce material in the
bookAileen Cowan, Assistant Director, The Institute of Chartered
Secretaries and AdministratorsLiz Harris, Marketing Communications
Manager, The Institute of Administrative ManagementRebecca Hoar,
Section Editor, Management TodaySue Mann, Editor, Professional
Manager. A special debt of appreciation is due to members of the
team at Pearson Educationincluding Matthew Walker, Colin McDougall,
Karen McLaren, Janey Webb, Colin Reed,Jacqueline Senior and Simon
Lake for their invaluable professionalism and guidance.Thank you
all for a pleasant and rewarding partnership. I wish to acknowledge
and thank a number of people who may be unaware howmuch their
friendship, interest and support has in a variety of ways helped in
the com-pletion of this seventh edition, including: Stephen
Darvill; Philip Voller; KateBrackenbury; Valerie and Peter Hallam;
Di and Mike Blyth; Julie and John Bradley;Jenny and Tony Hart;
Vilma and Will Hemsley; Lynn and Wayne Miller; Christine andDavid
Paterson; Ann Ward.ReviewersSpecial thanks are due to the following
reviewers, approached by the publishers, fortheir valued insightful
and constructive comments that have helped shape the con-tents of
this present edition:Ann Norton, Sheffield Hallam University,
UKBrian Stone, Manchester Metropolitan University, UKKim Parker,
University of Kent, UKBob Smale, Brighton University, UKAlasdair
Maclean, University of Abertay, UKPeter Falconer, Glasgow
Caledonian University, UKHugo Misselhorn, Management &
Organisation Development Consulting, South AfricaMarijek Dielman,
Hotel Management School, Maastricht, The NetherlandsDavid Wilson,
Wethouder Koniglaan, The Netherlands.Laurie J Mullins
19. PUBLISHERS ACKNOWLEDGEMENTSChapter 1 Introductory
assignment is reprinted with per- Chapter 7 Assignment 1 Principle
of Supportivemission from Von Oech, R., A Whack On The Side Of
TheRelationships Questionnaire is reprinted with permissionHead,
Warner Books Inc. (1998), p. 20. Copyright 1983, from Likert, R.,
The Human Organization Its Management1990, 1998 by Roger Von
Oech.and Value, McGraw-Hill, New York (1976), pp. 489.Chapter 2
Assignment 1 is reprinted with permissionPersonal awareness and
skills exercise Your Managementfrom Rowe, C., The Management
Matrix: The Psychology ofStyle is reprinted with permission from
Osland, J. S., Kolb,Interaction, Alfred Waller Ltd (1992), p. 1,
with permission D. A. and Rubin, I. M., Organizational Behavior:
Anfrom Patricia Rowe.Experimental Approach, seventh edition,
Prentice Hall (2001), pp. 245.Personal awareness and skills
exercise So Whats YourWork Ethic? is reprinted with permission from
ProfessionalCase study 7.1 Library Management is reprinted with
per-Manager, published by the Chartered Management mission from the
Institute of Chartered Secretaries andInstitute, May 2003, p. 38,
and Walmsley, C. J., Your Future Administrators, Management
Principles Pilot Paper,Looks Bright, Preston Beach (2002), p. 98.
Administrator, December 1993. (Administrator is now pub- lished
under the title Chartered Secretary.)Case study 2.1 Eric and Kipsy
is reprinted with permissionfrom Porter, L. W., Lawler, E. E. and
Hackman, J. R., Behavior Chapter 8 Assignment 1 Least Preferred
Co-worker (LPC)in Organizations, McGraw-Hill, New York (1975), pp.
314.Scale is reprinted from A Theory of Leadership Effectiveness,
McGraw-Hill (1976), p. 41, with the permission of theChapter 3
Assignment 1 is reprinted with permission author, Professor F. E.
Fiedler, University of Washington.from DuBrin, A. J., Human
Relations: A Job-OrientedApproach, Reston Publishing/Prentice
Hall/PearsonAssignment 2 T-P Leadership Questionnaire: AnEducation
Inc. (1978), pp. 2967.Assessment of Style by Sergiovanni, T.,
Metzcus R. and Burden, L. adapted from their article Leadership
BehaviorCase study 3.1 Applications of Organisation Theory in
Description Questionnaire, in the American EducationalHelgaton Ltd,
is reprinted with permission from Mullins, Research Journal 6,
1969, is reprinted by permission of theL. and White, I., in
Adam-Smith, D. and Peacock, A. (eds), publisher, the American
Educational Research Association.Cases in Organisational Behaviour,
Pearson Education(1994), pp. 1929. Assignment 4 Your Leadership
Style is reprinted with per- mission from Schermerhorn Jr, J. R.,
Hunt, J. G. and Osborn,Chapter 4 Assignment Our Organizational
Society: Your R. N., Managing Organizational Behavior, fourth
edition, usedAssociation with Organizations is reprinted with
permis- by permission of John Wiley & Sons Inc. (1991), p.
484.sion from Kast, F. E. and Rosenzweig, J. E.,
ExperientialExercises and Cases in Management, McGraw-Hill, New
York Case study 8.1 The Paradox of Pim Fortuyn: A Study in(1976),
pp. 1315. Charismatic Leadership. I am grateful to my colleague
Karen Meudell for providing this case study.Chapter 5 Personal
awareness and skills exerciseAssessing your Work Values is
reprinted with permissionChapter 10 Case study 10.2 Royal Mail:
Making your lifefrom Misselhorn, A., The Head and Heart of
Management, easier by helping you do a better job. Thanks to
YasminManagement and Organization Development ConsultantsAhmed and
Royal Mail Group plc.(SA) (2003), p. 36. Chapter 11 Personal
awareness and skills exerciseCase study 5.1 Square Deal plc is
reprinted with permis- Inferenceobservation exercise is reprinted
with permis-sion from the Institute of Administrative
Management,sion from Haney, W. V., Communications and
InterpersonalDiploma in Administrative Management Examination
Relations: Text and Cases, sixth edition, Irwin, IllinoisPaper,
Summer 1983.(1992), p. 213.Case study 5.2 Top to Toe is reprinted
with permission Chapter 12 Personal awareness and skills exercise
con-from the Chartered Institute of Secretaries andtributed by
Sheila Ritchie of Elm Training and derivedAdministrators,
Management Principles Examinationfrom the full 12-factor Motivation
to Work Profile. It isPaper, June 2003.reprinted with
permission.Chapter 6 Assignment 2 Have YOU Got What it Takes toCase
study 12.1 Not so Much a Motivational Pyramid,be a CEO? is
reprinted with permission from Gwyther, M.,More a Slippery Slope. I
am grateful to Linda Fleming forManagement Today, November 2001,
pp. 569. providing this case.Case study 6.1 What Is Management?
from Doswell, R.Chapter 13 The copyright of case study 13.1
Hovertecand Nailon, P., Case Studies in Hotel Management, thirdplc
rests with my colleague Tom McEwan, and is reprintededition, Barrie
& Jenkins (1976).with permission.
20. Chapter 14 Personal awareness and skills exercise isChapter
21 The Organisational Politics Questionnaire isreprinted with
permission from Woodcock, M., 50 reprinted with permission from
DuBrin, A. J., HumanActivities for Teambuilding, Gower, Aldershot
(1988), withRelations: A Job-Oriented Approach, fifth edition,
Prenticepermission from Ashgate Publishing Limited. Hall/Pearson
Education Inc. (1992), pp. 3067.Chapter 15 Assignment 2 is
reprinted with permissionCase study 21.2 The Omega organisation is
reprinted withfrom the Institute of Chartered Secretaries and
permission of the Institute of Chartered Secretaries
andAdministrators, Management Principles Examination
Paper,Administrators, Management: Principles and PolicyJune
1999.Examination Paper, June 1987.Case study 15.1 Zeton Ltd is
reprinted with permissionChapter 22 Assignment Rate Your Readiness
to Changefrom Administrator, The Institute of Chartered
Secretariesis reprinted with permission from Stewart, T. A.,
Fortune, 7and Administrators, April 1996, p. 36. (Administrator
isFebruary 1994, pp. 634, Time Inc. All rights reserved.now
published under the title Chartered Secretary.)Case study 15.2
Direct Telecommunications PLC (DT) is Case study 22.1 The Wakewood
organisation is reprintedreprinted with permission from the
Institute of Chartered with permission from the Institute of
Chartered SecretariesSecretaries and Administrators, Organisation
and theand Administrators, Management: Principles and PolicyHuman
Resource Examination Paper, May 2002. Examination Paper, December
1986.Chapter 16 Case study 16.1 The City Hospital:Case study 22.2
Gremby County Council is reprinted withBureaucracy and Empowerment
is reprinted with permis-permission from Bowman, C. and Jarrett, M.
G., Managementsion from the Institute of Chartered Secretaries
andin Practice, third edition, Butterworth-Heinemann
(1996),Administrators, Organisation and the Human Resource pp.
20911, with permission from Elsevier Ltd.Examination Paper,
November 2002.Case study 22.3 Managing Knowledge at an NHS Trust.
ICase study 16.2 Fabrique Dcor is reprinted with permis-am grateful
to Rajeev K. Bali and Ashish N. Dwivedi forsion from the Institute
of Administrative Management, providing this case.Advanced Diploma
Examination Paper, December 2000.Chapter 23 Assignment 2 Assessing
your Organisation isChapter 18 Case study 18.1 The Wide Open Spaces
fromreprinted with permission from BBC, Building TomorrowsChilver,
J., People, Communication and Organisation,Company Supporting Notes
and the Centre for TomorrowsPergamon Press (1984), pp.
11819.Company and William Tate, 1999.Case study 18.2 Managing
Supervisors is reprinted withpermission from the Institute of
Chartered Secretaries andPersonal awareness and skills exercise is
adapted fromAdministrators, Management: Principles and Policy
material prepared by John Bourn for a UNISON distanceExamination
Paper, June 1985. learning course and is used with permission of
theEducation Officer.Case study 18.3 The Falcon Car Company is
reprintedwith permission from the Institute of Chartered
Secretaries Case study 23.1 Eurasia Electronics is reprinted with
per-and Administrators, Organisation and the Humanmission from the
Institute of Chartered Secretaries andResource Examination Paper,
June 2003.Administrators, Professional Administration
ExaminationChapter 19 Case study 19.1 London Taverns Ltd has Paper,
December 1999.been prepared jointly with, and from original
material sup- Case study 23.2 Rudmore Press Limited. This case
wasplied by, my colleague Karen Meudell. prepared jointly with, and
from original material providedCase study 19.2 Accelerating the
performance momentumby, my colleague Karen Meudell.at Sisson
Systems is reprinted with permission from theInstitute of Chartered
Secretaries and Administrators,DOGBERT character drawings copyright
1991 UnitedOrganisation and the Human Resource Examination
Paper,Feature Syndicate, Inc.June 1999.Please note: we are all
influenced by the thoughts andChapter 20 Case study 20.1 Wessex
Computers isideas of other people that tend to drift into the
sub-reprinted with permission from the Institute of conscious and
are not always distinguished clearly fromAdministrative Management,
Certificate in Administrativeones own. I have attempted to give
references for sourcesManagement Examination Paper, Summer 1983.of
work by other writers but apologise to any concerned ifCase study
20.2 Sumprint Ltd is reprinted with permis-acknowledgement has
inadvertently not been recorded.sion from the Institute of
Administrative Management, Should there by any queries, errors or
omissions pleaseCase Study Examination Paper, June 2002.contact the
publisher.